Guy Kawasaki Interview with great advice for college graduates and real world business advice

“My thinking was: I’m a natural leader, so I’m going to study what’s hard and mathematical like finance and operations research, not the touchy-feely stuff that would be easy.

When I finally got a management position, I found out how hard it is to lead and manage people. The warm, fuzzy stuff is hard. The quantitative stuff is easy — you either don’t do much of this as a manager or you have people working for you to do it.

Maybe it was just my education, but much of education is backwards. You study all the hard stuff, and then you find out in the real world that you don’t use it. As long as you can use an HP 12 calculator or a spreadsheet, you have the finance knowledge that you need for most management positions. I should have taken organizational behavior and social psychology — and maybe abnormal psychology, come to think of it.”

“The general truth lurking behind these findings is that the feeling of being pure is a moral contaminant. In ethical terms, the best never think that they are the best, and those that believe themselves to be on the side of the angels are often the worst devils.

Why should this be so? One reason is that complacency is as dangerous in ethics as it is in any other area of life where we strive for excellence. If we think we are “good people” we might think less about the possibility that we might actually be doing wrong.”

“Generally speaking, we can observe that the scientists in any particular institutional and political setting move as a flock, reserving their controversies and particular originalities for matters that do not call into question the fundamental system of biases they share.”
—Gunnar Myrdal, Objectivity in Social Research